Only 21% of employees around the world are involved in work. Let it drop. In today’s workforce, more than half of employees (62%) feel disconnected from their work, while 17% state that it is actively dissengenic. This is not a motivational problem – it is a meaning. And this signals a critical opportunity to rethink the leaders how we create light, where people can prosper.

Here’s what is striking: it’s not just a reward. Now benefits. Or even a flexible clock. According to the latest The state of the global workplace The report, 50% of employees monitors or actively seeks new work and meaningful work is one of the main factors that these decisions drive.

This is where most leaders are wrong. In today’s workforce, culture is not long in a bonus – it’s at the beginning. A modern employee asks: Does that matter? Does that matter? If the answer is not clear, they are halfway from the door.

Related: The key to the obligation of employees is the purpose. Here is the reason – and how to support it in your workplace.

Gap of the brightness of the leadership

Disconnect between what the leaders think that it leads a commitment and what the fees are stunning. Research shows that while most executives believe that their organization provides a clear purpose, only about a third of employees are experiencing their daily work. This gap of perception explains why so many well -intentioned initiatives will fail.

On my own leadership, the day when the clarity is not just pretty-it’s all. The leadership is not about charisma or command; It is about being deeply anchored in its own values ​​and purposes. When this happens, people who need to push are naturally attracted to something meaningful.

Connecting manager

Here is what I see too often: managers who want to lead well but never get tools. According to Gallup, a 70% team commitment to the manager will come, but most of them never had real training. So instead of leading to a goal, they were argued.

And when managers are unclear, their teams are also. This is not just statistics; It is a signal that we preferred bad things. If we want people to stay, grow and contribute to a high level, we have to start with the equipment of people we expect to lead them.

From transaction to transformation

The shift from the transaction to the transformation line does not require radical overwork, starting with small, composed actions grouped in purpose. I see that the teams are changing dramatically simply, because the leader began honorary conversations, listened deeper or shared “why” to work.

The data reflect this: employees who have meaningful control with their managers are almost four times more likely. Those who feel that their opinions care are much more likely to bring to work full of self.

But at the core it is not about statistics – it is a connection. Transaction line keeps people in line. Management with the purpose of proceedings comes to life.

Related: Workers are disillusionment. Here is the way employers can win back.

Behind a quarterly cycle

One of the most revealing knowledge of my work with team leaders is that the obligation is not a primary driver reward or even working conditions. The real differentiator is the clarity of leadership to what extent employed understand how their work contributes to something greater than them.

This explains why they still feel disconnected from their work. This is not a payout; These are purposes. And the purposes are not something you can produce during team exercises or statements about the wall missions. It is based on authentic guidance, which combines daily tasks with meaningful results.

Forward

What does that mean to you?

If you are a leader who is still relying on the benefits, pizza and the performance bonuses that the Committee runs, it is time to reconsider your approach. Ask yourself: Do your people know why their work matters? Does he feel to see and hear? Do you have?

The purpose is not an advantage. It is your advantage of leadership, one thing they can complete. And in a world where ignoring is default, there will be leaders who have this right, those who win.

As research shows in the workplace, a great shift in the workplace is not about re -drawing or quiet ending. These are purposes looking for their right place. Leaders who recognize and respond to this basic human Ned will not just their team, they will release their full potential.

Related: 5 ways to make your company’s commitment to your company more competitive

Ripple effect

Here’s what happens when you succeed: engaged employed, don’t just stay longer, become your strongest advocates. They get the best talent, they go on an extra mile without being interviewed and creating a kind of culture that competitors cannot bag or replicate. The way the organizations are transformed, not through expensive restructures or splendid initiatives, but through leaders who have finally understood that their people had not been looking for more benefits. They were looking for more meaning.

Companies prospering on today’s market are not the best packages of benefits. They are those where the secular morning feels different people who awaken when they know they are their work matters. Where managers have real conversations check boxes. Where the purposes are not a poster on the wall, but a living, breathing part of the decision.

Every day you delay this shift, not only lose talent. You are losing the battle for the future of work. The leaders who are now acting who choose to connect over control and purposes over the process will not only survive the crisis of commitments – they will use it as their competitive advantage, while everyone else is still wondering why their people are still leaving.